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Keane, Niall (2024) Does leadership style influence the decision-making process in the not-for-profit sector in Ireland. Masters thesis, Dublin, National College of Ireland.
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Abstract
This research investigates the influence of different leadership styles on decision making processes in the not-for-profit sector in Ireland. Additionally, the research compares the most prominent leadership styles the senior leaders exhibit and identifies the commonalities and differences in approaches. The research also touches on the support needs of leaders in the not-for-profit sector and how they are utilised.
This research employed a qualitive methodology, using semi-structured interviews with ten senior leaders from the not-for-profit sector. Using this approach enabled a comprehensive understanding of the participants experiences and how they perceive leadership, decision making and supporting their teams and organisation. This data was then analysed thematically to highlight themes and recurring patterns of behaviour or traits.
The findings discovered that the most prevalent style among the participants was collaborative leadership. The four leaders who adopted this style all highlighted the importance of involving their teams in the decision-making process. They reported by doing this they fostered a sense of shared ownership and collective problem solving with in their teams. Furthermore, working in this way created an open and communicative team environment which is essential for the challenges the not-for-profit sector face in today’s climate. These include lack of resources, competitive tendering and a challenging staff recruitment and retention environment.
The second most common leadership style reported was servant leadership where three leaders were identified. The participants responses identified knowing the professional and emotional needs of their teams as being important. They also reported working this way encouraged loyalty and a positive working environment which aligned with the existing literature on servant leadership. This way of leading also enhanced a solid alignment with organisational goals, and an enhanced team building environment.
The third leadership style that featured was transformational leadership where there were two leaders identified. This style is noted for the ability to inspire team members and motivate teams to achieve the organisational and strategic goals set out by the leader.
The last leadership style identified was laissez-faire where there was one leader identified. This leader was open and honest about the style and why it was appropriate for them. They identified this style to enhance the teams’ innovations and decision making.
In relation to decision making, the participants interviewed reported a need to be innovative and have a flexible approach. This process was also impacted by the leader’s desire to have information to make decisions, when under time pressure to do so. The research discovered that leaders who are collaborative in the decision-making process achieved sustainable and well-informed outcomes.
The research concludes that leadership style does indeed make a difference to decision making processes and outcomes and that leadership style impacts on the organisational performance. Leaders who adopt a collaborative, transformational or servant leadership style, promote engagement with their teams, have a shared sense of responsibility and encourage innovation. These leaders are better equipped to deal with challenges and achieve better outcomes in the not-for-profit sector. The research emphasises why having a leadership style that is flexible, motivational and inclusive will enable leaders to make informed, well thought out decisions, and in doing so achieve their strategic objectives
| Item Type: | Thesis (Masters) |
|---|---|
| Supervisors: | Name Email Gibney, Desmond UNSPECIFIED |
| Subjects: | D History General and Old World > DA Great Britain > Ireland H Social Sciences > HM Sociology > Leadership H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Leadership H Social Sciences > HD Industries. Land use. Labor > Non Profit Organisations. Voluntary Sector. H Social Sciences > HF Commerce > Industrial Psychology > Psychology of Leadership |
| Divisions: | School of Business > Master of Science in Management |
| Depositing User: | Ciara O'Brien |
| Date Deposited: | 12 Aug 2025 12:24 |
| Last Modified: | 12 Aug 2025 12:24 |
| URI: | https://norma.ncirl.ie/id/eprint/8514 |
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